My first @Medium post! Priorities when building your product: Utilities vs. Networks.

Calling it now. Seed stage investing as implemented over the last decade or so was a ZIRP.

RT @GavinSBaker: Please remember the risks of premature victory laps tonight.

RT @PalmettoCapital: A few recent comments on app install ad formats in a post-ATT world, all from the last few weeks. Sources: SNAP Q3 cal….

The Bansky of NFTs.

“Can we have two golds?”.

6/ Work within cultural boundaries — Accept that some things may not be possible at your company (yet). By operating inside the cultural boundaries, overtime you’ll be able to operate more independently as folks as trust you to make good decisions <fin>.

5/ Show Your Work — As you progress, take time to explain what you’ve done, what you’ve learned, what worked, and didn’t work. Many teams make the mistake of working in the dark or only communicating wins. If you want buy-in, it’s important to bring stakeholders into the process.

4/ Start with Insights — Many teams want to start by running a/b tests. Start with developing key insights through data analysis and user research first. Creating shared context around the areas of opportunity will allow you to gain common ground and build trust with the org.

3/ . -He has experience across a wide range of product cultures (Pixar, Runkeeper, Zynga, Slack). -Many data-driven PM struggled to assimilate to Slack’s craft-focused culture. However, Fareed had a tremendous run, growing from an IC to a Sr. Director in 4 years. His tips:.

2/ @far33d, former Sr. Director of Product at Slack and current VP at Reforge weighed in. Fareed is uniquely qualified to answer this for two reasons:.

1/ A product executive recently asked the @reforge community, “How do you get your c-suite to buy-in to data driven (or at least data-informed) decision making?.

9. Lastly, put as much thought into onboarding as you do hiring. Helping a PM get up to speed effectively in their first 30-90 days can set the tone for their entire tenure at the company <fin>.

8. Structuring a great debrief also involves empowering the recruiter or hiring manager to moderate the discussion. The moderator can point out unconscious bias that creeps into evaluation and help the panel navigate disagreements that arise.

7. Structure the debriefs so that one person’s opinion doesn’t sway the group. Collect ‘Hire’ and ‘No Hire’ decisions prior to the debrief so people do not change their response mid-meeting based on other people’s scores.

6. It does demand more time from candidate, but it’s also a great filter to gauge how excited someone is about your company.

5. Asking candidates to prepare a case can be one of the highest signal parts of the hiring process. Giving a PM data and time to prepare their thoughts, present their ideas, and discuss those ideas with a team is part and parcel of the job, so it should be part of the interview.

4. Once the process, panel, and questions are set, ALL those variables should be held consistent across ALL candidates.

3. To drive a fair and optimal outcome, the hiring process should be very structured. The hiring manager should define the process, hiring panel, and confirm that the planned questions will help the panel evaluate the 3-4 core competencies necessary to succeed in the role.

2. For PMs, this often includes Product Execution, Customer Insight, Product Strategy, and Influencing Others.

1. Good hiring starts with crisply defining the PM role at your organization and the specific job you are recruiting for. Everyone on the panel should be aligned on the 3-4 core competencies for the role.